Open Access
Subscription Access
Open Access
Subscription Access
Perceptual Effectiveness of High Performance Work Practices in Indian Organizations
Subscribe/Renew Journal
Employees' perception and their willingness to adapt new work system have significant effect on success of High Performance Work System. Differences in employees' perception could arise because different people have different inbuilt mechanism to filter external information. This paper highlights that the employees' perception for effectiveness of HPWPs lies in 'Effective' category of five point rating scale. Further 35 dimensions of HPWPs have been subjected to factor analysis to highlight broader paradigm into limelight. These factors are subjected to gender and sector based perceptual variation test.
Keywords
High Performance Work Practices, Perception, Effectiveness.
User
Information
- Ashton, D. and Sung, J. (2002), Supporting Workplace Learning for High Performance Working. Retrieved on March 21, 2010, from http,/ /www.clms.le.ac.uk/staff/staff.Detaillas so?-Key Value=7&-Token. Action
- Atkinson, C. and Hall, L. (2009), The Role of Gender in Varying Forms of Flexible Working, Gender,Work & Organization, 16(6): 650–666.
- Bartel, A. P. (2004), “Human Resource Management and Organizational Performance, Evidence from Retail Banking, Industrial and Labor Relations Review, 57(1), 181–203.
- Boxall, P. and Macky, K. (2009), Research and Theory on High-Performance Work Systems, Progressing the High-Involvement Stream, Human Resource Management Journal, 19(1): 3–23.
- Boxall, P. and Macky, K. (2007), High-performance Work Systems and Organisational Performance: Bridging Theory and Practice, Asia Pacific Journal of Human Resources, 45(3): 261–270.
- Brewer, A. M. (2002), Work Design for Flexible Work Scheduling: Barriers and Gender Implications, Gender, Work & Organization, 7(1): 33–44.
- Collins, C. J. and Smith, K. G. (2006), Knowledge Exchange and Combination: The Role of Human Resource Practice in the Performance of High Technology Firms, Academy of Management Journal, 49(3): 544–560.
- Combs, J. G., Ketchen, D. J., Jr., Hall, A. T. and Liu, Y. (2006), Do High Performance Work Practices Matter? A Meta Analysis of their Effects on Organizational Performance, Personnel Psychology, 59: 501–528.
- Das, K. (2012), High Performance Work System : A Miracle, Journal of Management Research, 14(2): 23–33.
- Datta, D. K., Guthrie, J. P. and Wright, P. M. (2005), Human Resource Management and Labor Productivity, Does Industry Matter?, Academy of Management Journal, 48(1): 135–145.
- De Menezes, L. M. and Wood, S. (2006), The Reality of Flexible Work Systems in Britain, International Journal of Human Resource Management, 17: 106–138
- Delaney, J. T. and Godard, J. (2001), An Industrial Relations Perspective on the High Performance Paradigm, Human Resource Management Review, 11(4): 395–429.
- Den Hartog, D. N., Boselie, P. and Paauwe, J. (2004), Performance Management: A Model and Research Agenda, Applied Psychology, An international Review, 53(4): 560–569.
- Edralin, D. M. (2010), Human Resource Management Practices: Drivers for Stimulating Corporate Entrepreneurship in Large Companies in the Philippines, DLSU Business & Economics Review, 19: 25–41.
- Eveline, J. and Todd, P. (2008), Gender Mainstreaming: The Answer to the Gender Pay Gap?, Gender, Work & Organization, 16(5): 536-558.
- Ferreira, P., Neira, I. and Vieira, E. (2010), The Influence of Human Capital of the Workforce in the Adoption of High-performance Work Systems: The Case of Portugal and Spain, XIX Jornadas de la Asociación deEconomía de la Educacion, Zaragoza, Spain, 8-9 July 2010.
- Fiorito, J. (2001), Human Resource Management Practices and Worker Desires for Union Representation, Journal of Labor Research, 22: 335–354.
- Godard, J. (1999), Do Implementation Processes and Rationales Matter? The Case of Workplace Reforms, Journal of Management Studies, 36(5): 679–704.
- Godard, J. (2004), Critical Assessment of High Performance Paradigm, British Journal of Industrial Relation, 42(2): 349–378.
- Heywood, J. and Jirjahn, U. (2002), Payment Schemes and Gender in Germany, Industrial and Labor Relations Review, 56(1): 44–64.
- Heywood, S., Jirjahn, U. and Tsertsvadze, G. (2005), Getting Along with Colleagues – Does Profit Sharing Help or Hurt?, KYKLOS, 5(4): 557–580.
- Kauhanen, A. (2009), The Incidence of High-Performance Work Systems: Evidence from a Nationally Representative Employee Survey, Economic and Industrial Democracy, 30(3): 454–484.
- Lepak, D. P., Taylor, M. S., Tekleab, A. G., Marrone, J. A. and Cohen, D. J. (2007), An Examination of the Use of High-investment Human Resource Systems for Core and Support Employees, Human Resource Management, 46: 223–246.
- Nishii, L. and Wright, P. (2008), Variability within Organizations: Implications for Strategic Human Resource Management, in Smith, D. B. (Ed), The People Make the Place: Dynamic Linkages between Individuals and Organization, pp. 225–248, Taylor and Francis Group, New York.
- Nishii, L., Lepak, D. P. and Schneider, B. (2008), Employee Attributions of the ‘Why’ of HR Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction, Personnel Psychology, 61(3): 503–545.
- Pfeffer, J. (2005), Producing Sustainable Competitive Advantage through the Effective Management of People, Academy of Management Executive, 19(4): 95–106.
- Sinikka Vanhala and Eleni Stavrou, (2013), Human Resource Management Practices and the HRM-performance Link in Public and Private Sector Organizations in Three Western Societal Clusters, Baltic Journal of Management, 8(4): 416–437.
- Yadav, S. K and Yadav, D. (2013), Exploring HPWPs in Indian Organisations, Maharaja Agarshen Journal of Management, 12(2): 102– 112.
Abstract Views: 432
PDF Views: 13